Inspiring Work-Life Balance: Responsible Leadership among Female Pharmacists in the Egyptian Health Sector

Abstract

The aim of the research was to investigate the effect of responsible leadership on female pharmacists' work-life balance/imbalance forms in public hospitals in Menoufia province, Egypt. Research Design & Methods: This is a quantitative study and a total of 350 female pharmacists were contacted. After four follow ups, a total of 230 responses were collected with a response rate of 65.71%. Findings: The findings highlighted only an aggregate of virtues and is not considered a strong statistical predictor for any of the three work-life balance/imbalance forms (time-based balance/imbalance, strain-based balance/imbalance and behaviourbased balance/imbalance) while the other three dimensions (stakeholder involvement, the model of leader's role and the principles of ethical values) of responsible leadership had a significantly high effect on work-life forms. Implications & Recommendations: Dependent and independent variables were collected from the same source, and this may have led to an inflation of statistical relationships. Public organisations like hospitals have to treat female pharmacists responsively as one of the main stakeholders who requires flexible work hours, active participation in decision making, and clear empowerment in the workplace. Contribution & Value Added: This article contributes by filling a gap in management and organisation literature, in which empirical studies on the relationship between responsible leadership and work-life balance/imbalance have so far been quite limited in the literature. For future studies, the author suggests testing the same propositions with physicians, nurses, and other categories of employees in Egyptian public hospitals.

Responsibility beyond the Board Room? A Systematic Review of Responsible Leadership: Operationalizations, Antecedents and Outcomes

“…However, by limiting the scope to private sector businesses, our intent is to pinpoint the complexity of businesses' responsibility towards financial growth and to society. Therefore, studies on RL in institutions such as public hospitals where serving society is the main objective were excluded (e.g., [53,54]).…”

Does Gender Diversity Affect Workplace Happiness for Academics? The Role of Diversity Management and Organizational Inclusion

“…This is in line with what has been mentioned by Roosevelt Thomas (1990), who points out that the main mission of any diversity management protocol should be to develop an organizational climate that appreciates differences and respects an individual's uniqueness. Consequently, the implementation of effective diversity management procedures may entail a dramatic change in an organization's culture, values and traits (Celik et al, 2011;Shore et al, 2011;Mousa 2018a;Mousa, 2018b;Mousa et al 2019a). The same has been affirmed by a research study (2019), who highlighted that treating all employees as insiders may regularly require tailoring activities/procedures through which employees can feel involved, supported, engaged and that they belong.…”

“…Moreover, there is a kind of exclusion and/or marginalization of Christian nurses because of their religion. Moreover, a study by Mousa (2018a) focused on physicians in Egyptian public hospitals to address the effect of cultural diversity challenges on organizational cynicism among those physicians, has indicated a positive correlation between discrimination as one of the main cultural diversity challenges and the negative attitudes physicians have against their colleagues and their workplace (labelled as organizational cynicism).…”

Barriers of organizational inclusion: A study among academics in Egyptian public business schools

“…[62] assert the importance of developing an inclusive organizational climate in which every single employee feels valued, respected and inspired to realize his career aspirations and the organization's goals, authors such as Foldy [27]; Mousa and Ayoubi [56] and Mousa and Puhakka [57] doubt the ability of any inclusion protocols in a positively changing organization and/or intergroup relationships if they fail to comprehend issues related to internal organizational power. Accordingly, many organizations tend to create employee resource groups or internal employee networks to ensure feelings of equality and assimilation among their employees [18]; [10]; and [54]. This may justify why different business corporations not only regularly review their internal diversity policies and consider them as a main part of their corporate governance reports but also undertake continuous intercultural training and constantly promote the values of sameness among their employees particularly if the staff possess the same degree of education, language skills and work experience [26]; [31].…”